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| Criterion |  Operations ALPEN Method |  Systems Thinking Causal Loop Diagram |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 10-20 min daily | 1-3 h | 45-90 min | 15-30 min |
Participantsdifferent | 1 | 2-8 | 2-5 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | PlanningTime managementProductivityOperations | FeedbackSystems thinkingCausalityDynamics | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |